- A
- Access:
- to decision makers, 41
- to information, 13, 65
- Activity logs, 88–89, 136–137, 179–180
- Advisers:
- career, 205–206
- for new recruits, 60, 104–105
- Alone, being left, 18
- Assignments:
- Attendance, at meetings, 107
- Attention spans, 17
- “Attraction campaigns,” 42
- Authentic, being, 80–82
- Authority:
- and chain-of-command problem, 103–104
- of managers, 22
- questioning of, 9
- soft-pedaling of, 213
- teaching how to deal with, 108–113
- Authority figures, 15, 80, 106, 168
- Available, being, 122–123
- B
- Baby Boomers, 8, 146
- Behavior, self-evaluation of, 155
- Behavioral job interviews, 46–48
- Benefits, perceived importance of, 19
- Big gamble jobs, 39
- Big-picture priorities, 136
- Body customization, 13
- Bonuses, 93, 200
- Bosses:
- expectations from, 14
- multiple boss problem, 14
- Boundaries, providing, 82–84
- Brainstorming, to provide context, 100
- Branding:
- and prestige factor, 190
- and recruiting, 34–35
- C
- Career advisers, 205–206
- Career ladder, climbing the, 18
- “Cash register culture,” 122
- Chain-of-command problem, 103–104
- Challenges, desire to take on, 61
- Change, constant, 10
- Checklists, 88–89, 143–146
- Cheerleading, 81
- Citizenship, workplace, 146–150
- Cliques, 33, 101
- “Closing the deal,” with new hires, 51–53
- Coaching-style managers, 204
- “Coming full circle,” 180–181
- Commitment(s):
- delivering on, 202
- job, 37–42
- making, 16
- Communication:
- with customers, 123–125
- at meetings, 107
- with new hires, 52–53
- of priorities, 136
- with referring employees, 32, 33
- via one-on-one meetings, 170
- of your value proposition, 35–37
- Compensation:
- performance-based, 40
- short-term rewards vs. traditional, 90–92
- of top performers, 200
- Competitiveness, 85
- Complaints, customer, 126–127
- Computers, 20
- Confidence, 11
- Conflicts, 101–103, 105
- Connectivity, 65
- Constant change, 10
- Context, providing, 22, 97–113
- and chain of command, 103–104
- for dealing with authority, 108–113
- for dealing with interdependencies, 105–106
- importance of, 99–100
- and multiple bosses, 102–103
- for presentations and meetings, 106–108
- for working together, 101–106
- Continuous improvement, 175–176
- Conversations, with employees, 79
- Counselors, getting referrals from, 34
- Coworkers, 101–106
- chain-of-command problem with, 103–104
- and depending on others, 105–106
- and multiple boss problem, 102–103
- older and/or more experienced colleagues, 104–105
- Creative expression, 41, 83–84
- Credit, receiving, 41
- Critical thinking, 150–151
- Criticism, hit-and-run, 176
- Cursing, 133, 156
- Customer mentality, having a, 118–120
- Customer service, 22, 117–129
- and having a customer mentality, 118–120
- responding to failures in, 125–129
- and spending time with customers, 121–122
- teaching the basics of, 121–125
- and treating the company like a customer, 120–121
- Customization, 13, 169–170
- D
- Day one, 59–60
- Day-to-day priorities, 136
- Deadlines, 40, 84, 88, 138, 141–142, 173
- “Decade of the Child,” 11
- Decision/action trees, 152–154
- Decision makers:
- access to, 41
- building relationships with, 110–113
- Disney, 124
- Distractions, avoiding, 136–138
- Diversity, 12
- Downsizing, 8
- Downward spirals, 193–194
- E
- Elders, respect for, 19–20
- E-mails:
- following one-on-one meetings, 166
- from team members, 53
- Employee referrals, 31–33
- Employees:
- helping, to improve, 193–194
- long-term, 20
- requests from, 181–184
- “Employer story,” your, 34–35
- Employment, as transactional relationship, 120
- Empowerment, 170–175
- “End running,” 103–104
- Engaged leadership, 22, 73–93
- and helping keep track of performance, 85–89
- and negotiating special rewards, 89–93
- and providing structure/boundaries, 82–84
- and showing you care about their success, 76–82
- Enterprise Rent-a-Car, 190
- Enthusiasm, 58
- Etiquette training, 149
- Expectations:
- clarifying your, 32, 41–42, 184
- competing, 5
- explaining your, 76, 82, 84, 170
- high, 5, 14
- unrealistic, 35
- unspoken, 161
- Exposure to new experiences, 151
- F
- Failures:
- customer service, 125–129
- and improvement, 194
- talking about, 175
- “Fake” power, 172
- Fast-track programs, 109–110, 187, 206
- Feedback:
- and “coming full circle,” 180–181
- from customers, 125, 179
- in one-on-one meetings, 166–167
- requests for, 86, 125
- soft-pedaling or withholding, 176
- First Gulf War, 8
- First wave Millennials, 7, 8
- Flexible location, 40
- Flexible schedules, 40, 200
- Flextime, 197
- Freedom at work, 82–84, 138–139
- Friends:
- and peer group jobs, 39
- referrals by, 30–33
- Friendships, at work, 80–81
- Front-line delivery, of customer service, 126–127
- Fun, at work, 17–18
- G
- Gatekeepers, winning over, 111–112
- GE Audit Program, 190
- General aptitude tests, 44–45
- Generational change, 7–13
- Generation X (Generation Xers), 8, 11
- Generation Z (Generation Zers), 7, 9, 11–13
- customer mentality of, 118
- hand-held computers of, 137–138
- idealism of, 146–147
- overparenting of, 74–75
- Getting things done, lending them power for, 173–175
- Getting to know them, 77–78
- Globalization, 8–10
- Goals:
- Good judgment, 150–151
- Google, 190
- Great institutions, 9
- Ground rules, setting, 161–165
- Grunt work, doing, 16
- H
- Helicopter parenting, 74
- High potentials, 202–204, 206
- Hire profiling, 29–30
- Hiring, see Recruitment
- Hit-and-run criticism, 176
- I
- Idealism, 146–148
- Incomplete work, turning in, 145
- Infinite diversity, 12
- Information, access to, 13, 65
- Information technology, 64–67
- Initiative, taking, 155, 161, 181
- Interdependencies, with other teams and departments, 105–106
- Internet, 10
- Internship programs, 49, 50
- Interviews, behavioral, 46–48
- J
- Job, overselling the, 41
- Job commitment, 37–42
- Job descriptions, 49–50
- Job previews, 48–51
- Job-related tests, 45
- Job security, 8
- Job shadowing, 50–51
- Judgment, good, 150–151
- K
- “Killer message,” delivering a, 34
- Knowledge workers, 22, 67–70
- L
- Labor shortage, 21, 27, 43
- Late, being, 138–139, 162
- Leaders:
- building the next generation of, 23, 211–216
- natural, 213–214
- Leadership, 22. See also Engaged leadership
- Learning, 20
- desire for, 64–67
- opportunities for, 49, 125–126, 129, 198
- from past experiences, 153–155
- Learning journals, 69–70
- Learning plans, 69–70
- Left alone, being, 18
- Letters, from team members, 53
- Listening:
- in behavioral interviews, 47
- to customers, 123
- at meetings, 107
- in one-on-one meetings, 79, 84
- Location, flexible, 40
- Long-term employees, 20
- Long-term employment, short- vs., 37–38
- Long-term goals, 134–135
- Low performers, pushing out the, 191–193
- Loyalty, 16
- M
- McKinsey & Company, 190
- Management, self-, see Self-management
- Managers, 18, 19, 21
- spending time with, 78–79
- supportive, 101
- teaching-style, 204
- Manager tracks, 212
- Manners, 149
- Marketable skills, 41
- “Meaningful role problem,” 62
- Meaningful work, 61–63
- Meetings:
- group, 106–108
- one-on-one, 165–170
- Mentoring, 204–205
- Millennials, 7–9
- Money, perceived importance of, 19
- Monitoring performance, 178–181
- More experienced colleagues, conflicts with, 104–105
- Multiple boss problem, 102–103
- Myths about young people, 16–21
- N
- Natural leaders, 213–214
- Needle-in-a-haystack jobs, 39–40
- Networking, 109–111
- New experiences, exposure to, 151
- “No-jerks” policy, 148–150
- Notes:
- from one-on-one meetings, 166
- taking, 143–144
- O
- Older colleagues, conflicts with, 104–105
- On-boarding, 22, 57–70
- and creating knowledge workers, 67–70
- on day one, 59–60
- and the latest information technology, 64–67
- and training one task at a time, 61–64
- One-on-one check-in conversations, 84, 88
- One-on-one meetings, 165–170
- customized, 169–170
- focused routine for, 168–169
- listening in, 79, 84
- regular time and place for, 165–168
- One-on-one time, with employees, 79
- One-time accommodations, granting, 196
- Open-ended questions, 123–124
- Organizational charts, 14
- Organizational supporters, 206–207
- Orientation programs, 60
- Other teams and departments, interdependencies with, 105–106
- Outside vendors, 105–106
- Overcommitment syndrome, 140
- Overselling the job, 41
- P
- Parents:
- getting referrals from, 33
- involvement of, 73–75
- Part-time work, 197
- Passion jobs, 39
- Past experiences, learning from, 153–155
- Peers, managing, 213
- Peer advisers, 104–105
- Peer group jobs, 39
- Performance:
- and continuous improvement, 175–176
- helping keep track of, 85–89
- Performance-based compensation, 40
- Performance tracking, 178–181
- Personal calls, making, 126, 137, 162, 165, 166, 191–193
- Personality tests, 44–45
- Personal problems, 163–164
- Phone calls, personal, 126, 137, 162, 165, 166, 191–193
- Piecework, 90
- Plans, making, 141–142
- Point systems, 86–88
- Positive tolerance, 11
- Power, giving them, 170–175
- Preparation:
- for contacting big-shot decision makers, 111
- for meetings, 107
- for the unexpected, 175
- Presentations, 106–108
- Prestige factor, 190
- Priorities, setting, 135–136
- Probationary hiring period, 50
- Problem-solving:
- with customers, 125
- solution-focused approach to, 177–178
- Productivity, self-evaluation of, 155
- Progress, keeping track of, 85–89
- Project plans, 88–89
- Proposal technique, 182–184
- Q
- Quality, self-evaluation for, 155
- Questions, open-ended, 123–124
- R
- Reasons for staying, creating, 195–197
- Recruitment, 22, 27–53
- behavioral job interviews, 46–48
- and closing the deal, 51–53
- and delivering a “killer” message, 34
- and job commitment, 37–42
- and realistic job previews, 48–51
- selectivity in, 42–44
- and talent sourcing, 26–34
- testing as component of, 44–46
- and your “employer story,” 34–35
- and your value proposition, 35–37
- Relationships:
- with decision makers, 108–109
- transactional, 14–16, 80, 120, 195
- workplace, 101–102
- Remote work opportunities, 201
- Requests, from employees, 181–184
- Research, 9
- Responsibility, 6, 41
- Results, receiving credit for, 41
- Résumés, 46
- Retention, 23, 187–207
- and career advising, 205–206
- and controlling turnover, 187–190
- and creating reasons for staying, 195–197
- and helping employees improve, 193–194
- Holy Grail of, 211
- and mentoring, 204–205
- and organizational supporters, 206–207
- and pushing out the low performers, 191–193
- of top performers, 197–204
- Rewards, negotiating special, 89–93
- Ringleaders, 101
- Risks:
- of employee referrals, 32–33
- taking, 83
- Rules, workplace, 22
- S
- Sabbaticals, unpaid, 197
- Safe harbor jobs, 38
- Safeway, 149
- Saying less, 123
- “Scaring them away,” 44
- Schedules:
- flexible, 40, 200
- keeping to, 138–141
- structured, 83
- “The Schwarzkopf Generation,” 8
- Scripts:
- for interacting with customers, 124
- for meetings, 107–108
- Second wave Millennials, 7, 8
- Self-building jobs, 40–41
- Self-esteem movement, 85
- Self-evaluation, 155–156
- Self-management, 23, 133–156
- and being strategic, 152
- and critical thinking, 150–151
- and exposure to new experiences, 151
- and good workplace citizenship, 146–150
- and keeping to schedules, 138–141
- and learning from past experiences, 153–155
- and planning, 141–142
- and self-evaluation, 155–156
- and setting priorities, 135–136
- and taking notes, 143–144
- and time management, 134–138
- and using checklists, 143–146
- Self-monitoring tools, 88–89
- Self-sufficiency, 6
- “Selling candidates all the way in the door,” 42–43
- Senior executives, exposing young employees to, 109–110
- Shared work product libraries, 66
- Short-term bonuses, 93
- Short-term employment, long- vs., 37–38
- “The Silent Generation,” 8
- Sink-or-swim approach, 75
- Skills:
- customer-service, 127
- describing, in behavioral interviews, 46
- marketable, 41
- soft skills gap, 133–134
- Sleep, 140–141
- Small one-time accommodations, granting, 196
- Snowplow parenting, 74
- Social networking, 31, 66
- Social ringleaders, 101
- Soft skills gap, 133–134
- Solutions, focusing on, 177–178
- Special rewards, negotiating, 89–93
- Special treatment, avoiding, 105
- Spending time:
- with customers, 121–122
- with employees, 78–80
- Staying, creating reasons for, 195–197
- Strategic, being, 152
- “Strip-mining,” 39
- Structure, providing, 82–84
- Success, showing that you care about their, 76–82
- T
- “Tag alongs,” 50–51
- Talent, strategies for bring out, 22–23
- Talent sourcing:
- diversifying your, 26–34
- with friend referrals, 30–33
- with parents/teachers/counselors, 33–34
- selectivity in, 42–44
- Talking to customers, 123–124
- Tardiness, 138–139, 162
- Teachers, getting referrals from, 34
- Teaching-style managers, 204
- Technical tracks, 212
- Technology, 8–10
- Telecommuting, 197
- Testing, of job candidates, 44–46
- Testing movement, 85
- Text messages, 144
- Thinking ahead, 152
- Time management, 134–136
- Time wasters, eliminating, 136–138
- Top job, aiming for the, 17
- Top performers, 197–204
- doing whatever it takes to retain, 197–198
- giving extra time and attention to, 202–204
- going the extra mile to keep, 199–202
- Total diversity, 12
- Tracking performance, 178–181
- Traditional values, 146–148
- Training one task at a time, 61–64
- Training opportunities, 201
- Transactional mindset, 89–90
- Transactional relationships, 14–16, 80, 120, 195
- Turnover, controlling, 187–190
- U
- Unexpected, preparing for the, 175
- Unhappy customers, 128
- Unpaid sabbaticals, 197
- Upward spiral, creating an, 194
- U.S. Marine Corps, 44, 59, 182, 190
- V
- Value:
- adding, when interacting with others, 121
- demonstrating your, 112
- Value proposition, defining your, 35–37
- Values, traditional, 146–148
- Vendors, outside, 105–106
- W
- Way station jobs, 38–39
- Wiki technology, 66
- “Winging it,” 124
- Work ethic, 23, 159–184
- and continuous improvement, 175–176
- and empowerment, 170–175
- and focus on solutions, 177–178
- and regular one-on-one meetings, 165–170
- and setting ground rules, 161–165
- teaching, 181–184
- and tracking performance, 178–181
- Workplace citizenship, 146–150
- Workplace relationships, 101–102
- Wrong person, hiring the, 43
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